A Changing Landscape for Healthcare Organisations

A polyclinic today is not just competing with the hospital down the road. It is competing with a retail health app that books a video consultation in ninety seconds, a wearable that already knows a patient’s blood pressure trend, and a pharmacy chain that just opened a walk-in clinic next to the cough syrup. None of these competitors existed in the form they do now a decade ago. All of them are now part of how patients decide where to go.

This is the real shift underway in healthcare: not just new technology or new policy, but a redrawing of who the players are and what patients expect of each of them. Healthier SG has pushed care upstream, from treatment to prevention. New legislation now allows health information to move across providers instead of staying locked inside one institution. And organisations with no clinical heritage at all are setting the bar for convenience and transparency that hospitals are now measured against.

Most healthcare organisations have adapted operationally faster than they have adapted their brand. Services have expanded, channels have multiplied, partnerships have grown more complex. But the way these organisations explain themselves, often still built around a simpler, single-purpose version of the business, has not kept pace. Patients, partners, and employees are left piecing together what an organisation actually does and why it matters.

This is why brand clarity is becoming a strategic priority, not a finishing touch. At Tangible, we think about it across four distinct areas of the brand:

1. Marketing & Communications: how they define their key messages and show up in external communications
2. People & Culture: how they build internal alignment, culture, and a shared sense of purpose
3. Products & Services: how brand architecture shapes the way they name, organise, and differentiate their services so patients and partners can easily understand their offerings
4. Spaces & Places: how they show up across every physical and digital environment

The sections below explore four pressures driving this shift, and which of these areas branding can help organisations respond through.

The Growing Pressures on Healthcare Organisations

From our work with organisations across the healthcare and medtech space, we see four pressures shaping this change.

1. A shift from treatment to prevention is changing what “good care” means

For decades, the healthcare proposition was simple: come to us when you are unwell, and we will treat you well. That is no longer the whole job.

Programmes encouraging residents to enrol with a regular family physician, get screened, get vaccinated, and manage chronic conditions before they escalate, have shifted the emphasis from episodic treatment to ongoing relationships. Home-based and technology-enabled monitoring for seniors and the chronically ill is expanding what “care” looks like outside the clinic walls entirely.

An organisation built and branded around acute treatment cannot simply bolt on a “preventive care” line item and expect patients to understand what changed. The relationship being offered now is ongoing, proactive, and often invisible day to day. If it isn’t articulated as clearly as the treatment it’s meant to prevent, patients will keep showing up only when something is already wrong, which defeats the point.

How branding can help: This is where marketing & communications does the most work. Clear key messages articulate what an ongoing relationship with the organisation actually delivers — whether that’s a care team, a monitoring service, or a long-term health plan — so prevention reads as a distinct, valuable form of care rather than the absence of it. When those messages are consistent across every external touchpoint, patients stop showing up only when something is already wrong.

2. Interconnected systems are replacing standalone providers

A patient might see a polyclinic doctor, get referred to a hospital specialist, recover at a community care provider, and pick up medication from a separate pharmacy network, all for a single health issue. Most patients don’t register how many separate organisations they just passed through. New legislation and integrated care networks are being built specifically to stitch these handoffs together. For medtech and health-tech companies, the same logic applies: products are now judged on how well they integrate into a wider ecosystem, not on their own merits alone.

This creates a branding problem. An organisation that is one part of a larger journey needs to be precise about which part it plays, what it owns, and what it doesn’t — without overstating its role or disappearing into the system around it.

How branding can help: Clear brand architecture under products & services lets an organisation define exactly where it sits in the ecosystem — what it owns, what it enables, and where its responsibility ends. A medtech company that can state this plainly is easier to evaluate, integrate, and choose. That clarity turns interconnection from a source of confusion into a source of credibility.

3. Patients and partners are behaving like discerning consumers

Patients today research before they commit. They compare providers, read reviews, and move between digital and in-person touchpoints long before a clinical decision is made. Organisations with no clinical heritage — in retail, technology, and insurance — are entering the space and setting a convenience bar that traditional providers were never built to clear.

Institutional partners are applying the same scrutiny. Payers, corporate health buyers, and procurement teams now expect clear evidence of value, not reputation alone.

That is the real exposure here: organisations whose brand has long relied on history, scale, or clinical reputation to do the talking. Reputation still matters, but on its own it no longer carries an organisation through a more competitive, better-informed market. Trust has to be demonstrated, not assumed.

How branding can help: Spaces & places and marketing & communications have to work together here. The physical environment — a clinic’s reception, its wayfinding, the feel of a consultation room — is still where trust is built or lost for most patients. But that impression has to hold across digital touchpoints too: the website, the app, the follow-up message after an appointment. When these tell different stories, patients notice even if they can’t articulate why. Consistent messaging also gives organisations something more specific than “quality” or “experience” to differentiate on — a concrete reason to choose this provider over the one with the slicker app.

4. Talent is harder to attract and retain, and purpose has become a differentiator

The same pressures reshaping how organisations are seen from the outside are being felt just as sharply inside them. Healthcare workforces are stretched: demand for care keeps rising, capacity doesn’t keep pace, and skilled clinicians and care professionals increasingly have somewhere else they could be instead.

Constant change makes this worse, not better. As organisations adopt new technologies and expand into new care models, employees are asked to absorb more disruption with less certainty about where their own role fits into the bigger picture. People without a clear sense of why the organisation exists find it easier to leave when something more stable comes along.

How branding can help: That sense of purpose doesn’t emerge on its own — it has to be built through people & culture. A clearly articulated brand gives employees a shared sense of what the organisation stands for — one that holds from leadership all the way through to frontline care. When that purpose is genuinely understood and felt across every level, people don’t just deliver the brand, they embody it. In a sector under constant pressure and change, that internal coherence is what keeps organisations from pulling in different directions.

Conclusion

As care reorganises around prevention, interconnection, and consumer expectation, the question for many healthcare organisations is no longer “How do we communicate what we do?” but “Does our brand reflect the system we now operate within?”

The organisations feeling this most acutely are the ones whose brand was built for a simpler version of the business — one provider, one proposition, one kind of patient. That version no longer exists. The work now is ensuring that clarity runs through every part of how an organisation shows up: its messages, its people, its services, and its environments.

In a system being rebuilt while it runs, the organisations that are clearest about who they are will be the ones patients, partners, and employees choose to stay with.

The post Issue 56: Q2 2026 appeared first on Tangible.

A Changing Landscape for Non-Profits and Charities

In Singapore and many developed economies, non-profits and charitable organisations are operating in a very different environment from a decade ago. The issues they address are more interconnected, the communities they serve are more diverse, and the expectations placed on them are higher and more demanding.

As a result, many organisations have evolved in what they do—expanding their roles, taking on more complex challenges, and engaging a wider range of stakeholders. However, the way they present themselves has not always kept pace. In many cases, their brand still reflects an earlier, narrower version of the organisation.

This is why more non-profits are undertaking brand refreshes today. Not to look different, but to close the gap between what they do and how they are understood. Brand is no longer just about campaigns or visual identity. It has become a strategic tool for clarifying an organisation’s role, aligning its efforts, and expressing the value it creates in a changing social landscape.

The sections below explore the key pressures driving this shift, and why brand clarity is becoming increasingly critical in helping organisations respond.

The Growing Pressures on Non-Profits

From our work with organisations across the sector, we see 4 common pressures shaping this change.

1. Rising expectations for transparency and impact

Rising expectations for transparency and impact are a defining feature of this changing landscape — and a key reason many non-profits are finding their existing brand no longer fit for purpose.

In Singapore, this shift has been driven by a more structured and demanding ecosystem. Regulatory bodies such as the Charity Council and the Commissioner of Charities have raised the baseline for governance and disclosure, while agencies like the Ministry of Social and Family Development and the National Council of Social Service have shifted funding models towards measurable outcomes. At the same time, institutional donors and corporate partners are applying more rigorous due diligence, expecting clearer articulation of impact and stronger evidence of results.

What this means in practice is that many organisations are being evaluated in ways they were never originally designed for. Brands that were built to convey intent, heritage, or goodwill are now expected to communicate clarity, credibility, and measurable value. This gap is further amplified by heightened public sensitivity following incidents such as the National Kidney Foundation scandal, as well as the always-on visibility of digital platforms. As expectations shift from “doing good” to demonstrating impact, non-profits are increasingly compelled to revisit how they define and express their role.

How branding can help:
In this context, branding can help organisations clearly demonstrate their value. It provides a structured way to connect purpose, programmes, and outcomes, so stakeholders can see not just what the organisation does, but the impact it can make. By making impact visible and comparable, a strong brand builds credibility and supports more informed evaluation by donors, partners, and regulators.

When done well, branding also brings internal clarity. It aligns teams around a shared direction, sharpens decision-making, and ensures consistency across everything from reporting to partnerships. And in today’s environment where credibility depends on clarity and evidence, a strong brand makes an organisation’s value visible and credible.

2. Expanding roles and responsibilities

Another key driver of change is the steady expansion of roles and responsibilities within the non-profit sector. In Singapore, many organisations have evolved beyond their original, often narrowly defined mandates to address a broader set of needs. This has been shaped in part by national priorities and funding directions led by agencies such as the Ministry of Social and Family Development and the National Council of Social Service, which increasingly emphasise upstream intervention, preventive care, and more holistic support models. As a result, organisations that once served specific beneficiary groups or issues are now engaging wider and more diverse audiences, often across different life stages or areas of need.

This expansion creates a different kind of strain. As programmes diversify and stakeholder groups multiply, organisations are required to operate with greater coordination and clarity, both internally and externally. Yet many still carry brands that were built for a much narrower scope that was focused on a single cause, community, or mode of support. The result is often a growing disconnect between what the organisation has become and how it is understood. 

How branding can help:
As organisations expand beyond their original scope, branding can help bring structure to that growth. A well-defined brand architecture provides a clear way to organise different programmes, services, and audiences—showing how they relate to one another and how they connect back to a unified purpose. This prevents the organisation from appearing fragmented or stretched, even as its scope increases.

By defining what sits under the main brand and how each part is positioned, brand architecture helps both internal teams and external stakeholders navigate the organisation more easily. Internally, it creates clarity around roles, priorities, and how different initiatives fit together. Externally, it presents a coherent picture of what the organisation stands for, despite its increasing breadth.

3. More demanding and discerning stakeholders

The rise of more demanding and discerning stakeholders reflects a broader shift in how individuals and institutions engage with the social sector. 

Donors today are more informed and selective, shaped by greater access to information and a growing culture of accountability, and are increasingly choosing organisations based on clear impact rather than emotional appeal alone. 

Corporate partners, guided by more structured ESG priorities, are also applying greater scrutiny to who they work with, expecting alignment, credibility, and measurable outcomes. 

At the same time, beneficiaries and volunteers—particularly younger, more digitally native groups—are approaching non-profits with different expectations, seeking transparency, authenticity, and meaningful engagement.

This shift is also being felt internally. As non-profits compete for talent in a sector where financial rewards are often more limited, attracting and retaining staff has become more challenging. In this context, a clear sense of purpose and direction becomes increasingly important. Employees need to understand how their work contributes to a larger mission, especially as they navigate growing complexity and competing demands. Without this clarity, it becomes harder to sustain motivation, alignment, and a shared sense of purpose across the organisation.

These changing expectations are amplified by the environment non-profits now operate in. Digital platforms make it easy to compare organisations, access information, and form opinions quickly. At the same time, public conversations are more immediate and visible, meaning perceptions can change fast.

As a result, stakeholders are no longer passive supporters. They actively assess organisations, looking at how relevant, effective, and trustworthy they are. For many non-profits, this marks a real change. They are no longer supported just for what they stand for, but are chosen and judged based on how clearly they can show the value of their work in a more competitive and transparent landscape.

How branding can help: In a more competitive and selective environment, branding helps organisations stand out and be chosen. It sharpens how they express their value, making it easier for stakeholders to understand why the organisation matters and how it differs from others.

At the same time, branding plays an important role internally. A clear brand helps articulate a strong sense of purpose and direction, giving employees a clearer understanding of what they are working towards and why it matters. This is especially important in a sector where attracting and retaining talent can be challenging. By strengthening the organisation’s employer proposition and reinforcing shared values, branding helps build alignment, sustain motivation, and support a more cohesive culture.

A clear and consistent brand therefore builds trust not just externally, but also internally, enabling organisations to engage more effectively with both their stakeholders and their people.

4. More complex and interconnected social challenges

The nature of social challenges themselves has become more complex and interconnected. In Singapore, issues such as the ageing population, mental health, and inequality are no longer isolated. They increasingly overlap, with one reinforcing another. For example, financial instability can affect family dynamics, which in turn impacts mental health and long-term wellbeing. These are not discrete problems that can be addressed in silos, but layered challenges that unfold over time.

This changes how impact is created and understood. Addressing these issues often requires sustained effort across multiple areas, with outcomes shaped by a range of interdependent factors. Progress is less linear, and results are harder to isolate or attribute to a single intervention.

As a result, non-profits are operating in a context where the problems they are tackling are less clearly defined and more difficult to communicate. It becomes harder to explain where one issue ends and another begins, and what success looks like in the long term. This adds a new layer of complexity to how organisations define their role and articulate the value of their work.

How branding can help:
When social challenges are complex and interconnected, branding helps organisations define their role within a broader system. Through clear brand positioning, organisations can articulate what they focus on, the specific value they bring, and how they differ from others working in adjacent areas. This makes it easier for stakeholders to understand where the organisation sits within a larger ecosystem of efforts.

At the same time, brand architecture provides a way to organise and present a range of programmes and initiatives in a coherent way. It helps show how different areas of work connect to a unified purpose, while still allowing each to play a distinct role. Together, positioning and architecture make it easier to communicate complex work clearly — so stakeholders can understand not just what the organisation does, but how its different efforts fit together and contribute to a broader impact.

Conclusion

As expectations rise and roles expand, the question for many non-profits is no longer “Do we need a new campaign?” but “Does our brand reflect the work we actually do?”

Brand clarity is not just about communication. It helps organisations define their role, align their teams, and be understood by the people they serve and support.

As organisations take on broader responsibilities and address more complex needs, it becomes harder to clearly express who they are and what they stand for. This is where many begin to feel the gap between what they do and how they are perceived.

Closing this gap is no longer optional. It helps organisations stay focused, operate with greater coherence, and ensure their value is clearly understood by donors, partners, and communities.

In an environment where expectations continue to rise, those that are clear about who they are will be better placed to stay relevant and create meaningful impact.

The post Issue 55: Q1 2026 appeared first on Tangible.

Employers today are facing one of their toughest challenges yet: finding and keeping the right talent. The pandemic has reshaped how people view work, accelerating trends like remote working, shifting expectations around flexibility, and placing greater value on mental health and wellbeing. Skilled employees, especially, are therefore more selective about the organisations they choose to join and stay with, and they also have more options. As a result, the competition for great talent has intensified.

In this current landscape, employer branding is no longer about glossy recruitment campaigns; it’s about delivering a consistent and meaningful employee journey. From the first interview to the last day of employment, every interaction matters. This is where artificial intelligence (AI) is beginning to make a real difference. By bringing scale, speed, and personalisation to these touchpoints, AI enables organisations to create journeys that are smoother, fairer, and more aligned with their brand purpose. And in doing so, companies can strengthen their reputation, deepen engagement, and turn employees into authentic advocates of their brand(s).

The opportunity for brands therefore, lies in how thoughtfully they adopt these tools. Organisations that use AI to genuinely enhance transparency, fairness, and personalisation will stand out in a crowded talent market. Rather than treating AI as a cost-saving measure like most, forward-looking employers are applying it to bring their values to life, demonstrate care for their people, and design experiences that feel both human and modern. With the right approach, employer branding that leverages AI can truly distinguish an organisation and inspire people to stay and grow with it.

Why the Employee Journey Matters in Employer Branding

The employee journey is the complete experience someone has with a company, from applying for a role, through growth and development, to the day they leave. Every interaction, large or small, shapes how people feel about working there.

Ultimately, it is what employees experience, not what companies say, that defines the employer brand. When experiences are positive, employees can become advocates who reinforce the brand through their stories in and outside the company. When they are negative, the brand’s reputation suffers, making it harder to attract and retain talent.

Here is where AI makes a difference. It can personalise experiences so people feel valued as individuals, create fairer and more consistent processes that build trust, and remove everyday frustrations to free up time for meaningful work that contributes toward the company’s purpose. In short, AI helps turn a company’s purpose into something employees can truly feel in their daily work.

AI at Work: Enhancing Every Step of the Journey

1. Hiring: Making the First Impression Count

Recruitment is often the very first touchpoint of an employee’s journey, and it sets the tone for everything that follows. A slow, confusing, or impersonal process can discourage strong candidates before they even step through the door, while a smooth and engaging experience can spark excitement and trust from day one. That’s why many brands are investing in AI-powered solutions to transform how they attract, evaluate, and connect with talent.

Conversational AI platforms like Paradox and Eightfold automate early stages such as CV screening, candidate queries, and interview scheduling. This ensures timely communication, avoiding days of silence that frustrate candidates. Workday’s acquisition of Paradox shows how mainstream these capabilities have become.

There are also visible results in well-known organisations. Unilever has adopted game-based assessments (via Pymetrics) and AI video interviews to evaluate potential candidates in a fairer, more engaging way. The change has cut recruitment time by 75% and doubled the diversity of hires. Hilton Hotels uses AI chatbots to handle high-volume seasonal hiring, screening and scheduling applicants in days rather than weeks. IBM, through watsonx Orchestrate, enables AI agents that automate and streamline HR workflows, while integrating governance tools (e.g. watsonx.governance) to help monitor fairness, mitigate bias, and ensure transparent, auditable decisioning.

Together, these examples show how AI can make recruitment faster, fairer, and more transparent. When organisations place emphasis on skills and potential rather than background or demographics, they signal inclusivity and respect. Consistent updates and responsive communication give candidates the sense that their time and effort are valued, while streamlined processes remove unnecessary hurdles that often cause frustration. Recruitment then becomes much more than an administrative step; it becomes a defining moment where candidates get a first, powerful impression of the brand’s culture, values, and credibility.

2. Onboarding: Setting the Tone for Belonging

Onboarding is more than paperwork and IT access; it’s the moment when employees begin to understand what an organisation and its brand stand for. The first days should clearly communicate brand purpose and values, showing how they come to life in the culture, behaviours, and everyday work process. When new hires see that alignment early on, it builds trust, pride, and belonging.

AI is helping brands deliver this consistently by making onboarding more intuitive, personalised, and aligned with company culture. Intelligent chatbots and digital assistants can guide new hires through practical essentials, such as answering questions about policies, payroll, or IT logins instantly. Platforms like Docebo and EdCast create adaptive learning paths that not only cover role-specific training, but also embed brand values through curated content, case studies, and examples of the organisation’s mission in action. This ensures new hires don’t just learn what to do, but also why it matters.

Some companies are going further, by experimenting with AI-driven mentor matching, pairing new hires with colleagues whose experience and personality are most likely to help them settle in. Feedback platforms such as Culture Amp or Degreed extend this beyond the first weeks by monitoring whether employees feel connected, supported, and culturally aligned.

The impact goes beyond efficiency. Studies suggest AI-enhanced onboarding can boost retention by more than 80% and cut time-to-productivity by two-thirds. But the true benefit for employer branding lies in positive word-of-mouth: when employees feel welcomed and supported from day one, they are far more likely to share those experiences publicly and commit to the organisation long term. Onboarding becomes not just a process of getting started, but a brand-defining moment that turns values into lived experience.

3. Smarter Work Experience through AI Integration

Across industries, AI is being adopted at scale to reshape the way employees experience their daily work. No longer limited to back-office functions, AI is integrated into core workflows such as resolving service requests, streamlining knowledge access, and strengthening performance management. These solutions are practical, widely available, and increasingly essential in hybrid and global workplaces. By removing friction points and making processes more consistent, AI helps organisations create fairer, faster, and more engaging work experiences while aligning employees more closely with organisational goals.

Collaboration & Support:
Platforms like Moveworks use AI chatbots to resolve IT and HR service requests instantly. By cutting through bottlenecks and frustrations, employees can redirect their energy to more purposeful, value-adding work. This shift signals that the organisation respects their time, reducing the mental load of “administrative clutter” and creating space for innovation and creativity.

Knowledge Management:
Tools like Glean enable AI-powered enterprise search that centralises organisational knowledge and makes it instantly accessible across teams. For hybrid and remote workplaces, this breaks down silos and ensures that everyone, no matter where they are, can contribute and learn equally. The effect is a more level playing field, where decisions are made faster, collaboration flows naturally, and employees feel more connected to the organisation’s goals.

Performance & Recognition:
Solutions such as Kazoo and TalentGuard integrate recognition with performance management, surfacing achievements and mapping out personalised growth pathways. By making contributions visible and aligning them with development opportunities, AI helps employees feel valued not just for what they do, but for who they are and the potential they bring. This creates a culture where recognition is fair, growth feels attainable, and people see a future for themselves within the organisation.

Together, these innovations turn mundane routine interactions into meaningful experiences. AI does not just make processes faster, it makes work more human. Employees feel supported, trusted, and seen, which strengthens loyalty, boosts engagement, and reinforces the organisation’s reputation as a place that genuinely values its people.

4. Navigating Organisational Change

Change is an inevitable reality for every organisation. Markets evolve, technologies advance, customer expectations shift, and businesses must continually adapt to stay relevant. Whether it involves adopting new digital tools, restructuring teams, or redefining strategic priorities, these transitions shape not only how an organisation performs but also how its people perceive it. For employees, change often comes with uncertainty, disruption to familiar routines, and new expectations that must be learned and embraced.

AI is starting to reshape this process by offering leaders clearer visibility into how employees are responding, predicting where challenges may arise, and providing timely, personalised support. AI transforms change management from a reactive process into a proactive one. This turns organisational change into an opportunity to build trust, strengthen culture, and show employees that they are valued partners in the journey forward.

Several platforms are already putting this into practice. Humu uses AI to send people small reminders, called “nudges,” that suggest helpful actions during times of change. For example, it might remind a manager to check in with their team, encourage someone to share information more openly, or prompt an employee to take care of their wellbeing. Over time, these small steps add up to healthier habits and smoother transitions for both employees and managers.

Meanwhile, Sociabble makes change a more collaborative process by providing employees with a platform to share ideas, vote on suggestions, and give feedback in real time. This involvement helps people feel like they are actively shaping the organisation’s future, rather than simply being told what to do.

Industry analysts like Gartner note that more HR leaders are now turning to AI to improve communication and support during change, showing that these tools are no longer niche solutions but are becoming part of standard practice.

When AI is used to keep employees informed, supported, and actively involved in change, it helps them see the organisation as transparent, modern, and people-centred. This not only makes transitions smoother but also strengthens culture, builds trust, and reinforces the organisation’s reputation as a place where employees can thrive long term.

5. Exit: Parting on Good Terms

Leaving a company is more than just paperwork. It is the final impression that shapes how employees remember their experience. If the exit feels rushed or uncaring, people may leave with frustration that could spread through word of mouth. But when it is handled with respect, employees walk away with closure and appreciation, often becoming advocates, future collaborators, or even potential rehires.

AI is helping organisations manage this stage with greater care and insight. For example, CloudApper hrGPT and Specific can analyse exit interviews in real time, surfacing recurring themes such as concerns about career growth or management style. These insights give leaders a clearer picture of why people are leaving and what can be improved. Meanwhile, platforms like Eletive use predictive models to spot early signs of disengagement, such as changes in participation or feedback patterns. This allows managers to step in before issues escalate, reducing the likelihood of sudden resignations.

When exits are managed thoughtfully, employees see that their feedback matters right up to the end. They leave knowing the organisation values people at every stage of the journey. Alumni who part on good terms are more likely to recommend the company, speak positively about it, or even return in the future. In this way, a well-handled exit is not just about closing a chapter, it is about leaving the door open.

The impact of AI on Employer Branding

AI is reshaping employer branding by making the employee journey more seamless, personalised and meaningful. Across every stage, it reduces friction in processes and creates experiences that help people feel supported, recognised and connected. In this way, AI allows organisations to bring their purpose and values to life in ways that employees can clearly see and experience. For example, a company that values fairness can use AI to remove bias from recruitment and promotion decisions. A brand that champions growth can apply AI to recommend learning paths tailored to each individual. And organisations that want to build cultures of appreciation can use AI to prompt timely recognition of everyday achievements. These tangible actions show employees that the company’s values are not just words on a page, but principles that guide how people are treated.

For employer branding, the significance of AI is clear: it is not a replacement for human connection but a way to make those connections stronger and more meaningful.  By taking over repetitive tasks and offering deeper insights, it gives leaders and teams the space to focus on empathy, trust and authentic relationships. When technology and humanity are balanced in this way, organisations not only become more efficient but also create workplaces where people are proud to belong. This is how AI becomes a powerful force for building stronger and more authentic employer brands.

The post Issue 53: Q3 2025 appeared first on Tangible.